People in organizations typically spend over 75% of their time in an interpersonal situation; thus it is no surprise to find that at the root of a large number of organizational problems is poor communications. Effective communication is an essential component of organizational success whether it is at the interpersonal; inter group, intra group, organizational, or external levels. In this chapter we will cover the basic process of communication and then we will cover some of the most difficult communication issues managers’ face-providing constructive and effective feedback and performance appraisal.

•To design consumer relevant value added packaging, specific for the region while ensuring design meets the regional consumer insights and are fitting with business and marketing strategies with emphasis on high quality packaging in a timely and cost effective manner. •To issue Packaging design specifications and Bill Of Materials •To be fully knowledgeable on consumer profiles, brand frameworks, major competitors, markets, process, packaging, quality and technologies involved in areas of responsibility. •Represent packaging development in the Innovation process. •Provide structurally sound packaging and displays solutions as well as redesign existing components to provide improved retail sales performance •Responsible for transforming & translating packaging sketches and ideas into 3-D designs •Preparing package mock ups and prototypes with external vendors for presentation and following project process through to completion •Work closely with Packaging PPI (Product & Process Implementation) Technologist in factories during trial feasibility, commissioning and implementation stages •Identify globally/regionally available pack designs relevant for implementation for the Seasonal market •Coordinate regular brainstorming sessions with packaging team •Responsible for the design and development of new and innovative packaging concepts.

Education: Bachler’s Degree in Packaging or Bachelor’s Degree in Industrial Design. Demonstrated ability of packaging development, including different wraps and films, Paperboard, rigid plastics and corrugated cases. Working knowledge covering food safety and food hygiene programs, packaging conversion and legislation and raw materials. Experience in designing POP displays for various retail channels. Knowledge of both 2D and 3D software such as AutoCAD, Artios/Score CAD, Solidworks, Illustrator & Photoshop an asset.

Your mental outlook–the most critical element in the 2009 job search–will either keep you open for new opportunities or close your mind and seal your fate. It’s really easy to be negative about things this year. In fact, some experts believe that the economic downturn would be much less severe if there wasn’t such a negative view promulgated by the media. We believe that one’s attitude does affect the physical world around them. At least, that’s the case for the job seeker. So, knowing it’s a lousy job market out there, what facts can you keep in mind that can help you have positive expectations for your job search? First of all, remember that all recessions have a beginning, a middle, and an end. So do job searches.

Very few qualified people engage in a job search of the type described in this column without achieving their goals, or some satisfactory equivalent of those goals. Your new job is out there, even in 2009. Grumble about the economy all you want, but when it comes to the job search, start digging and don’t stop until you’ve got what you were looking for!

If you still think that you cant do anything to stay positive see the pic:

When we talk of recession we say economy is slowing down,unemployment, depressed demand and ‘n’ number of things attached to it. But dont you think that recession forces an entrepreneur to look for new business opportunity? Recession opens door for people who want to be entrepreneurs by showing them the gaps in the market and thus forcing them to think how to fill the gaps in the market.Entrepreneurs should take this period as boon rather than bane ,as recession gives them an ample time to think more creatively and try their hand in areas in which they wanted to enter but due to lack of time never able to convert it into realty.This period should be utilized in doing research on new products, new markets or even acquisitions and diversification…

For the people who always wanted to do business, I would say that this time is the best to enter the market in fact many successful business today were started in economic downturn. Wikipedia foundation inc was also started post 9/11,Established in January 2001, the online encyclopedia had more than 100,000 entries by 2003. Today it is home to more than 2.5 million articles and continues to grow similarly Trader Joe’s, Disney and Hewlett-Packard were also started during recessionary period.

If you’re considering taking advantage of these economic times and embarking on your way to becoming an entrepreneur, stay focused with these steps:

Make a business plan and make sure to explain which market you are targeting by showing the gaps and telling how you are filling those gaps

Team work is always the best tool in start ups so if you are alone and also lack funds then I would suggest that try find people who have the same vision and passion as you have. If you have someone in your friend circle who is interested in your business plan thats great and if not then dont worry you can find people from various blogs, networking websites, communities(Future Entrepreneurs at Orkut).

After this you need to do more research in that particular sector by analyzing the competitors behavior like what products they are offering/what not they are giving and which marketing channel they are using

Most important thing in any startup is the funds and most of the new entrants have ideas but they lake in better execution and lack of funds so I would suggest to look for a mentor and VC’s(Venture capital)/angel investors.This may sound simple but it would be most difficult task and the most fruitful as well as you need to prove infront of the investors why they invest in your plan?you can easily find the

Done lot of research and planning now execute your plans as planning without better execution is useless and within execution you will obviously encounter various challenges but if you have a team of like minded and knowledgeable professional you will be able to easily clear these hurdles

Remember, challenging times for some mean opportunities for others so get rid of your fear and come ahead and you will see that life is full of opportunities even in the time of slowdown.

The leader communicates: • A) a sense of confidence and control (or lack thereof) to employees. • B)his or her own feelings about the change. • C) the degree to which he/she trusts the abilities of the employees to get through the change. • D) a sense of purpose and commitment (or lack thereof). • E) the degree to which he/she accepts the reactions and feelings of employees. • F) expectations regarding behaviour that is seen as appropriate or inappropriate (ie. rumour-mongering, back-room meetings). • G) the degree to which he/she is “connected to” employees situations and feelings or is “in-touch” with them.

Introduction
Leadership has as it’s corner stone, the ability to communicate. When we use the word communicate, we are referring not only to the words one uses to transfer factual information to others, but also to other “messages” that are sent and received.

“in-touch” with them.

It is clear that if the leader communicates effectively, he or she will be sending messages that decrease resistance, and encourage moving through the change more effectively and positively. The bottom line with all of this is if you screw up communicating with employees, even the smallest changes can result in ugly problems.

What Is Communication?
There are all kinds of models of communication, some basic and some complex. For our purposes communication can be described as CREATING UNDERSTANDING.

Through words, actions, body language, voice tone, and other processes you send many messages about yourself, the changes, and your organization. This constitutes precisely one-half of the communication process. The second half consists of verifying that the message you intended to send was actually received and interpreted the way you intended. The only way that you can be sure you have created understanding is to listen to the people you are communicating with, and make special effort to encourage them to reflect back to you what they have heard (and what they make of it).

Remember:
A) Although you communicate in a way that seems clear to you, the receiver of the communication, filters the information through a very complicated set of pre- conceptions, that can function to distort the message received.
B) Receivers listen selectively. They hear and process some things and gate out other things. That means that while you may have explained the “whole picture”, is it likely that the whole thing wasn’t received.
C)The ONLY way you can ensure that you have created common understanding is by asking the other people what they have heard, and what their reactions are to it.
Communication and Change — Who, What, When, How?
As a change leader you need to make decisions about who you must communicate with, what needs to be communicated, when you will communicate and how you will do it. We will take a look at each of these in turn.

Who?
Managers sometimes have a tendency to communicate about change on a “need to know basis”. However, effective change leaders recognize that almost any change will have effects on most people in an organization, no matter how removed they are from the change.
The basic rule of thumb is that communication should take place directly between the manager and employees when employees NEED TO KNOW OR WANT TO KNOW.

Except for situations that involve confidentiality, even those who are indirectly affected will likely want to know what is going on, and how it may affect them. This applies to your own staff, and those organizations that are related to you (ie. other branches within a division or department, client organizations, etc).
You are better off over-including people in your communication, than leaving people out.

What?
If you need to determine what to communicate, keep in mind what you are trying to accomplish through your communication about change. When you communicate you are trying to:
A) give information that will reduce uncertainty and ambiguity regarding the change.
B) Pre-empt the hidden information system of the grapevine, so you can ensure that incorrect anxiety provoking information is not spreading.
C) Provide forums for employees to communicate their reactions and concerns to you.
If you would like another rule of thumb, when deciding what should be communicated, communicate as much information about the change as is available to you. Obviously, you need to exercise judgement where there is confidential and/or sensitive information involved, or where your information may be unreliable.
Be aware that if you only have a small amount of information about a negative change, communicating it may increase anxiety levels and rampant speculation. You should also be aware that if you have preliminary information about a change, that others do also, and that it is likely that your employees will hear rumours regardless of what you disclose.
Finally, keep in mind that you are communicating messages about the facts of the change, and also about your own reactions to it. As a change leader, you must be aware that your staff will watch you carefully to guess how you are feeling about the change, and they will draw their own conclusions based on your behaviour. Sometimes these conclusions will be wrong and destructive.
If you choose to state your own reactions to the change, state them quickly (particularly if they are negative).

When?
The longer you wait to communicate details of change, the more likely you are to extend the period of adjustment. This is because it is very difficult to “keep a lid” on anything in government, and even if you are silent, your staff will likely hear vague things through the grapevine. Grapevine information tends to be sketchy enough that it creates a high degree of anxiety, and also a high degree of mistrust of management.
So, the earlier you communicate the less likely erroneous or upsetting information will come through the grapevine. Communicate as early as possible about change, but do not assume that once you have done this the job is over.
Communication should occur in anticipation of change, during the implementation, and after the change has been stabilized.

How?
Issue #1: Group or Single Meetings
Another decision you need to address is what needs to be communicated in group settings, and what needs to be addressed in one-on-one meetings with employees. What are the advantages of each approach?
Communicating in groups ensures that each person present is hearing the same information at the same time. Group communication also allows people to interact with each other about the changes and can help people develop a sense of team, particularly in a climate of adversity.
Communicating in groups also has some disadvantages. In many organizations there will be people who will not feel comfortable talking in a group context. The more “personal” the effects of the change, the more likely people will withdraw from the group process.
A second danger of group communication is that one or two particularly vocal and negative people can set the tone for the group, and foster unproductive negative discussion. While expression of concerns about change are healthy, the “doom- sayer” can cause this process to become destructive. For this reason, group communication needs to be managed with skill and expertise. Sometimes an external facilitator is necessary.

Finally, there are some issues that cannot be discussed within a group. For example, in downsizing situations, it is inappropriate to announce to a group that John and Mary are losing their jobs. When changes are likely to create a high degree of upset to individuals, they must be dealt with in private.
Communicating on a one-to-one basis has the advantage of privacy. When bad news is communicated, the person receiving the news is less pressured to withhold their reactions. One-to-one communication also allows more in-depth exploration of the person’s feelings, ideas and reactions to the change.
A disadvantage to using one-to-one communication is that it may fragment your team. There is also a possibility that you will send slightly different messages to different staff members.

Prescription:
Most situations require both group communication and one-to-one communication. They compliment each other. Using only one or the other will create problems.
Below are some guidelines.
Use group communications if:
A)You need to ensure everybody hears the news at the same time.
B)You want to encourage group discussion to generate ideas and the problem solving process.
C)You want to increase the sense of team.
D)You wish to set the stage for individual meetings. For example, in a lay-off situation, you can call a short group meeting to announce the lay-offs generally, then immediately meet individually with each staff member to inform them of their status.
Use individual meetings if:
A)The changes are likely to cause a high degree of emotionalism that is better dealt with in private.
B)You want to ensure that shyer people have a chance to express themselves.
C)The changes involve elements that should remain confidential (pay or classification changes, employment status, etc).
D)You need to have detailed discussion about the change with specific people.

Issue #2: Written Or Oral
There is a tendency for people to avoid unpleasant interactions, and sometimes managers will use written communication to avoid the discomfort of dealing face to face with staff. While written communication can play an important role in communicating about change, it should not be used for this reason alone. Below are some guidelines regarding the use of written versus oral communication.
Oral communication is more appropriate when:
A) Receiver is not very interested in getting the message. Oral communication provides more opportunities for getting and keeping interest and attention.
B)Emotions are high. Oral communication provides chances for both you and the other person to let off steam, cool down, and create a climate for understanding.
C)You need feedback. It’s easier to get feedback by observing body language and asking questions.
D)The other person is too busy or preoccupied to read. Oral communication provides better opportunities to gain attention.
E)You need to convince or persuade. Oral communication provides more flexibility, opportunity for emphasis, chances to listen to and remove resistance, and is more likely to affect people’s attitudes.
F)The details and issues are complicated, and cannot be well expressed on paper.
Written communication is appropriate if:
A)You require a record of the communication for future reference.
B)Your staff will be referring to details of the change later.
C)You are communicating something with multiple parts or steps and where it is important that employees understand them.
Generally, it is wise to use both written and oral communication. The more emotional the issues, the more important it is to stress oral communication first. Written communication can be used as backup.

Concluding Comments
As a change leader, communication is your primary and most important tool. We have attempted to outline some of the important parts of the communication process, but short of writing an entire book on the subject, it is difficult to discuss all the subtleties and issues about human communication.
There is no substitute for good judgement, and change leaders need to be reflective and thoughtful about the ways they communicate. There is also no substitute for LISTENING, and receiving feedback from your staff and colleagues about how you communicate. You may make communication mistakes, but the mark of an effective change leader is that these mistakes are quickly identified through feedback and discussion, and corrective action is taken.

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